Dacko S.G. The Advanced Dictionary of Marketing Putting Theory to Use

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marketing approaches 330

retail marketing

retro-marketing

revenue-sharing marketing see

afﬁliate marketing

right-time marketing see

outbound marketing

search engine marketing see entry

at Web marketing

segment-of-one marketing

segmented marketing see

differentiated marketing

selective marketing see

differentiated marketing

sense of mission marketing see

enlightened marketing

services marketing

short message service

marketing/short messaging

service marketing

see entry at mobile marketing

SMS marketing see entry at mobile

marketing

social cause marketing see

cause-related marketing;

social marketing

social idea marketing see social

marketing

social marketing

socially responsible marketing see

social marketing

societal marketing see

enlightened marketing

spam marketing see mass

marketing; viral

marketing

sponsorship marketing

sports marketing

status quo marketing see

defensive marketing

stealth marketing

STP marketing

strategic marketing

supermarketing see retail

marketing

symbiotic marketing see

cooperative marketing

tactical marketing

tailored marketing see one-to-one

marketing

target marketing

telemarketing

telephone marketing see

telemarketing

test marketing

text marketing see entry at mobile

marketing

third sector marketing see

non-proﬁt marketing

through-the-line marketing see

entry at above-the-line

marketing; below-the-line

marketing

top-down marketing

total integrated marketing

trade marketing see

business-to-business

marketing

traditional marketing

transactional marketing

tribal marketing

text marketing see entry at mobile

marketing

unconventional marketing

undercover marketing

see stealth

marketing

under-the-radar marketing see

stealth marketing

undifferentiated marketing

value-based marketing

value marketing see enlightened

marketing

viral marketing

virtual marketing see online

marketing

voice mail marketing see direct

marketing

voluntary sector marketing see

non-proﬁt marketing

Web marketing

Web-based marketing see Web

marketing; online marketing

Web-centric marketing see Web

marketing; online marketing

wholesale marketing

331 marketing approaches

wikimarketing see entry at online

marketing

wireless marketing see mobile

marketing

word-of-mouse marketing see viral

marketing

word-of-mouth marketing

World Wide Web marketing see

Web marketing; online

marketing

worldwide marketing see global

marketing

WWW marketing see Web

marketing; online marketing

There are also further marketing approaches that are primarily

practitioner-generated and, as such, are termed and characterized by

businesspersons and business writers through popular books. While not

included in this dictionary, they nevertheless provide additional perspec-

tives on marketing. Examples of marketing approaches for which such

books exist include:

Accountable Marketing, by Peter Rosenwald

Ageless Marketing, by David B. Wolfe and Robert Snyder

Connected Marketing, by Justin Kir and Paul Marsden

Credibility Marketing, by Larry Chambers

Duct Tape Marketing, by John Jantsch

Gonzo Marketing, by Christopher Locke

Hot Button Marketing, by Barry Feig

Method Marketing, by Denny Hatch

Outrageous Marketing, by Joe Vitale

Power Marketing, by Peter Urs Bender and George Torok

Predatory Marketing, by C. Britt Beemer and Robert L. Shook

Red Zone Marketing, by Maribeth Kuzmeski

Robin Hood Marketing, by Katya Andresen

Seven Second Marketing, by Ivan Misner

Simplicity Marketing, by Steven M. Cristol and Peter Sealey

Testosterone-Free Marketing, by Denise Michaels

Finally, there are still other marketing approaches which are charac-

terized by the marketing of a highly speciﬁc product, service, or other

characteristic. While such terms are also not elaborated upon in this

dictionary, due to either their specialized nature or more obvious mean-

ing, individuals interested in their marketing may refer to any number

of books on the topics. Examples of highly speciﬁc marketing topics for

which various books have been written include:

aquaculture marketing

arts marketing

catalog marketing

church marketing

destination marketing

e-mail marketing

ethical marketing

exhibit marketing

marketing approaches 332

fashion marketing

food marketing

furniture marketing

government marketing

guest-based marketing

healthcare marketing

hospitality marketing

leisure marketing

location marketing

membership marketing

multicultural marketing

pharmaceutical marketing

political marketing

search engine marketing

small business marketing

tourism marketing

venue marketing

white paper marketing

youth marketing

KEY WORDS Marketing characteristics, marketing forms, marketing types,

marketing purposes, marketing methodologies, marketing techniques

IMPLICATIONS

Marketers have a wide array of marketing approaches, methods, tech-

niques, and tools at their disposal in their efforts to fulﬁll intended

purposes and accomplish speciﬁc organizational and marketing objec-

tives. Understanding the beneﬁts and costs associated with the many

marketing approaches, as well as assessing the extent of strategic mar-

keting opportunity or threat associated with each, may ultimately beneﬁt

organizations and individuals seeking to make the most of their market-

ing efforts through effective and efﬁcient marketing management and

strategies.

APPLICATION AREAS AND FURTHER READINGS

Marketing Strategy

Coviello, N. E., Brodie, R. J., and Munro, H. J. (2000). ‘An Investigation of Marketing

Practice by Firm Size,’ Journal of Business Venturing, 15(5–6), 523–545.

Watson, R. T., Pitt, L. F., Berthon, P., and Zinkhan, G. M. (2002). ‘U-Commerce:

Expanding the Universe of Marketing,’ Journal of the Academy of Marketing Science,

30(4), 333–347.

Traynor, K., and Traynor, S. C. (1989). ‘Marketing Approaches Used by High-Tech

Firms,’ Industrial Marketing Management, 18, 281–287.

Marketing Management

Levitt, Theodore (1983). The Marketing Imagination. New York: Free Press.

BIBLIOGRAPHY

Baker, Michael (2003). The Marketing Book. Oxford: Butterworth-Heinemann.

Dibb, Sally, Simkin, Lyndon, Pride, William M., and Ferrell, O. C. (2006). Marketing:

Concepts and Strategies, 5th edn. New York: Houghton Mifﬂin.

333 marketing management orientation

Doyle, Peter, and Stern, Philip (2006). Marketing Management and Strategy, 4th edn.

Harlow: Pearson Education Limited.

Hunt, Shelby D. (1976). ‘The Nature and Scope of Marketing,’ Journal of Marketing,

40(3), July, 17–28.

Kotler, Philip, and Armstrong, Gary (2004). Principles of Marketing, 10th international

edn. Upper Saddle River, NJ: Pearson Education International.

Kotler, Philip, and Armstrong, Gary (2006). Principles of Marketing, 11th edn. Upper

Saddle River, NJ: Pearson Education, Inc.



marketing concept see marketing management orientation



marketing management orientation

DESCRIPTION

An organization’s conceptualization of the way that marketing should be

managed to achieve its organizational goals.

KEY INSIGHTS

There are four distinct philosophies concerning how an organization

conceives of and manages marketing in the pursuit of organizational

goals: the product concept—the view that consumers are mainly concerned

with purchasing products having the highest levels of performance,

quality, or features, thereby prompting the organization to develop such

products; the production concept—the view that consumers are mainly

concerned with purchasing affordable products which are readily avail-

able, thereby prompting the organization to develop and implement

production and distribution approaches that accommodate such needs;

the selling concept—the view that consumers will only be motivated to

purchase the organization’s products in sufﬁcient quantities if the organ-

ization engages in extensive sales and promotion efforts; the marketing

concept—the view that determining the wants and needs of a ﬁrm’s target

market and satisfying customers more effectively and efﬁciently than

competitors is central to the achievement of the organization’s goals;

and the societal marketing concept—the view that the organization should

determine the wants and needs of a ﬁrm’s target market and satisfy

customers more effectively and efﬁciently than competitors in a way

that considers company, consumer, and societal interests and ultimately

seeks to maintain or improve the well-being of consumers and society.

Although each of the concepts has certain merits depending on the

nature of the organization and its marketplace, it can also be argued that,

by embracing the marketing concept and societal marketing concepts to

a greater extent, a ﬁrm may be able to enhance its organizational and

marketing effectiveness in ways that are more sustainable over the longer

term.

KEY WORDS Organizational philosophies, ﬁrm orientations

marketing mix 334

IMPLICATIONS

In support of achieving greater organizational and marketing effective-

ness, marketers should seek to understand carefully the conceptual orien-

tations of their organizations toward marketing management. For exam-

ple, in organizations with diverse functional areas, marketers may ﬁnd

that multiple strong orientations exist within the ﬁrm, thereby necessi-

tating initiatives by the marketer to consolidate the ﬁrm’s orientations

to achieve greater focus, as when the ﬁrm primarily adopts either the

marketing concept or societal marketing concept.

APPLICATION AREAS AND FURTHER READINGS

Marketing Strategy

Avlonitis, G. J., and Gounaris, S. P. (1999). ‘Marketing Orientation and its Determi-

nants: An Empirical Analysis,’ European Journal of Marketing, 33(11/12), 1003–1037.

Marketing Management

Gummesson, Evert (1991). ‘Marketing-Orientation Revisited: The Crucial Role of

the Part-Time Marketer,’ European Journal of Marketing, 25(22), 60–75.

Services Marketing

Knights, D., Sturdy, A., and Morgan, G. (1994). ‘The Consumer Rules? An Examina-

tion of the Rhetoric and “Reality” of Marketing in Financial Services,’ European

Journal of Marketing, 28(3), 42.

BIBLIOGRAPHY

Howard, John A. (1983). ‘Marketing Theory of the Firm,’ Journal of Marketing, 47(4),

Autumn, 90–100.

Houston, Franklin S. (1986). ‘The Marketing Concept: What It Is and What It Is

Not,’ Journal of Marketing, 50(2), April, 81–87.

Hirschman, Elizabeth C. (1983). ‘Aesthetics, Ideologies and the Limits of the Mar-

keting Concept,’ Journal of Marketing, 47(3), Summer, 45–55.

Kotler, Philip, and Armstrong, Gary (2006). Principles of Marketing, 11th edn. Upper

Saddle River, NJ: Pearson Education, Inc.



marketing mix

(also called the Four Ps or the Seven Ps)

DESCRIPTION

The set of controllable marketing elements that marketers are able to blend

either tactically or in support of broader marketing strategies.

KEY INSIGHTS

The marketing mix is traditionally known as consisting of the Four Ps (4Ps)

of marketing—price, product, promotion, and place (or distribution)—a

classiﬁcation suggested by McCarthy (1960). Yet the marketing mix may

certainly have elements beyond the 4Ps when one considers that the

marketing of an offering may be inﬂuenced by other vitally important

elements. Some marketers, therefore, refer to the marketing mix by

the Five Ps, where ‘people’ is added as another key element. Further

extensions of the marketing mix found in the academic literature include

a reference to a sixth P—‘point in time,’ i.e. the marketing effort must

involve the right point in time (Seiss 2003).

335 marketing mix

The service marketing mix, also called the extended marketing mix,

is traditionally recognized as comprising the Seven Ps, namely, the Four

Ps plus people, process, and physical evidence. The Ps of marketing have

many variations, however. Sets of Ps put forth by marketers include the

‘9Ps of the consultant’s marketing mix’— planning, price, place, packag-

ing, positioning, people, product, promotion, and professionalism (Green-

baum 1990) and variously suggested new Ps for e-marketing, including

penetration, permission, personalization, and proﬁtability.

Alternatives to the consideration of marketing mix Ps also are raised

by various marketers. Adopting a relationship marketing perspective,

Gummesson (1999) advocates the use of ‘30Rs’ instead of the 4Ps. Adopt-

ing a customer perspective to the original four Ps of the marketing mix,

‘four Cs’ have also been put forth—customer solution, customer cost,

convenience, and communication, where they are customer equivalents

to product, price, place, and promotion, respectively (Lauterborn 1990).

KEY WORDS Ps, controllable marketing elements

IMPLICATIONS

The Four Ps classiﬁcation of the marketing mix may certainly assist

marketers with the identiﬁcation and evaluation of combinations of mar-

keting elements in support of a ﬁrm’s tactical and strategic marketing

approaches. At the same time, marketers should not be constrained by

its use, or even led to believe that the focus of a successful marketing

effort resides in the Four Ps alone. Understanding alternative marketing

mix classiﬁcations to a greater extent can provide the knowledge with

additional perspectives that may lead to the development of marketing

plans and strategies of greater effectiveness.

APPLICATION AREAS AND FURTHER READINGS

Marketing Strategy

Yoo, B., Donthu, N., and Lee, S. (2000). ‘An Examination of Selected Market-

ing Mix Elements and Brand Equity,’Academy of Marketing Science, 28(2), 195–

211.

Robinson, William T. (1988). ‘Marketing mix reactions to entry,’ Marketing Science 7,

368–385.

Bowman, D., and Gatignon, H. (1996). ‘Order of Entry as a Moderator of the

Effect of the Marketing Mix on Market Share,’ Marketing Science, 15(3), 222–

242.

Marketing Management

Gronroos, C. (1997). ‘From Marketing Mix to Relationship Marketing—Towards a

Paradigm Shift in Marketing,’ Management Decision, 35(4), 322–339.

Global Marketing

Kreutzer, R. T. (1988) ‘Marketing-Mix Standardization: An Integrated Approach in

Global Marketing’, European Journal of Marketing, 22(10): 19–30.

BIBLIOGRAPHY

Van Waterschoot, W., and Van Bulte, C. (1992). ‘The 4P Classiﬁcation of the Mar-

keting Mix Revisited,’ Journal of Marketing, 56(4), 83–93.

Lauterborn, Robert (1990). ‘New Marketing Litany: 4Ps Passé; C-Words Take Over,’

Advertising Age, October, 26.

marketing myopia 336

Gummesson, E. (1999). Total Relationship Marketing. Rethinking Marketing Management:

From 4Ps to 30Rs. Oxford: Butterworth-Heinemann.

McCarthy, E. Jerome (1960). Basic Marketing: A Managerial Approach. Homewood, Ill.:

Richard D. Irwin.

Greenbaum, Thomas L. (1990). The Consultant’s Manual: A Complete Guide to Building a

Successful Consulting Practice. New York: Wiley.

Siess, Judith A. (2003). The Visible Librarian: Asserting your Value with Marketing and

Advocacy. Chicago: American Library Association.

Dibb, Sally, Simkin, Lyndon, Pride, William M., and Ferrell, O. C. (2006). Marketing:

Concepts and Strategies, 5th edn. New York: Houghton Mifﬂin.

Kotler, Philip, and Armstrong, Gary (2004). Principles of Marketing, 10th international

edn. Upper Saddle River, NJ: Pearson Education International.

Kotler, Philip, and Armstrong, Gary (2006). Principles of Marketing, 11th edn. Upper

Saddle River, NJ: Pearson Education, Inc.



marketing myopia

DESCRIPTION

Short-sightednessinmarketing planning and strategy development and, more

speciﬁcally, a failure to deﬁne adequately the scope of the ﬁrm’s business.

KEY INSIGHTS

Coined and characterized by Levitt (1960), marketing myopia encom-

passes the view that ﬁrms can be short-sighted in their planning and

strategy efforts, where short-sightedness involves overly narrow deﬁni-

tions of a ﬁrm’s markets and excessive attention to present circumstances

as opposed to future considerations. Ultimately, a narrow view of a ﬁrm’s

mission leads it to focus excessively on products as opposed to customer

wants or needs, thereby posing a threat to the ﬁrm’s existence as cus-

tomer wants and needs change over the longer term.

KEY WORDS Marketing planning, marketing strategy, short-sightedness

IMPLICATIONS

In an effort to ensure the long-term viability of their ﬁrm, marketers

should be wary of overly narrow deﬁnitions of their business shaping

marketing planning and strategy development. In addition, rather than

discounting the impact of possible future events and trends due to their

unpredictability, marketers should strive to adopt methods that enable

them to systematically incorporate knowledge of future possibilities into

their ongoing marketing planning and strategy development efforts.

APPLICATION AREAS AND FURTHER READINGS

Marketing Strategy

Webster, Frederick E., Jr. (1992). ‘The Changing Role of Marketing in the Corpora-

tion,’ Journal of Marketing, 56(4), October, 1–17.

Services Marketing

Wright, Lauren K. (1995). ‘Avoiding Services Marketing Myopia’, in William J. Glynn

and James G. Barnes (eds.), Understanding Services Management. Chichester. John

Wiley & Sons.

March, R. (1994). ‘Tourism Marketing Myopia,’ Tourism Management, 15(6), 411.

International Marketing

Douglas, Susan P., and Craig, C. Samuel (1986). ‘Global Marketing Myopia,’ Journal

of Marketing Management,2,Winter.

337 marketing research

BIBLIOGRAPHY

Levitt, T. (1960). ‘Marketing Myopia’, Harvard Business Review, 38(4), July–August,

45–56.



marketing research

DESCRIPTION

The process of systematically gathering and analyzing data in support of more

effective marketing decision making.

KEY INSIGHTS

Marketing reseach, involving the collection and interpretation of data

from sources including customers, competitors, and the broader market

of the ﬁrm, can be characterized several ways. For example, the market-

ing research that an organization conducts may be causal, exploratory,

or descriptive. Firms engage in causal marketing research when they seek

to understand the cause-and-effect nature of a phenomenon; e.g. the

phenomenon is either inﬂuenced by the ﬁrm’s marketing efforts or

inﬂuences the ﬁrm’s marketing efforts and the aim is to understand to

what extent and why such relationships occur. Firms pursue descriptive

marketing research when they wish to merely understand more about the

nature of a phenomenon on its own (e.g. what habits consumers follow

when they get up in the morning). Firms pursuing exploratory research seek

to understand little-known or emerging phenonomena, where there is

no real indication or expectation of what understanding will be obtained

(e.g. exploring consumer’s game-playing experiences as a means to gain

insight into possible trends in game playing).

In addition, ﬁrms conducting marketing research often have multiple

methods from which to choose. For example, ﬁrms may conduct obser-

vational marketing research, where the research methods involve ﬁrst-hand

observations of consumer’s interactions with products and services (e.g.

watching how female consumers go about shopping for casual shoes);

ﬁrms may use syndicated research, where data is obtained from an inde-

pendent research organization whose efforts are ﬁnanced by member

ﬁrms in a particular industry (e.g. sales trends in retail shopping by

teenagers); ﬁrms may use a focus group, where a small group of, say, six

to ten individuals is personally interviewed by the marketer and, as a

result of focusing the group’s attention on particular topics, the marketer

can listen to the group’s views on the topics (e.g. consumer evaluations

of a new hybrid automobile); and ﬁrms may use panel data, where data

is collected over an extended period of time from the same sample of

respondents (e.g. where multiple consumers comprising a panel keep

track of their individual beverage purchase habits over several months).

KEY WORDS Research characteristics, research methods, data collection

methods

IMPLICATIONS

Sound marketing research is essential for effective marketing decision

making. Marketers involved in the planning, implementation, or use of

marketing strategy 338

marketing research initiatives will ﬁnd considerable beneﬁt in develop-

ing a deeper understanding of general marketing research approaches as

well as speciﬁc data collection methods. Such knowledge will enable the

marketer to target efforts which are likely to be both meaningful and

relatively cost effective.

APPLICATION AREAS AND FURTHER READINGS

Marketing Strategy

Aaker, D. A., Kumar, V., and Day, G. S. (1998). Marketing Research, 6th edn. New York:

Wiley.

Marketing Management

Kinnear, T., and Taylor, J. (1991). Marketing Research: An Applied Approach, 4th edn.

London: McGraw-Hill.

International Marketing

Douglas, Susan P., and Craig, Samuel C. (1983). International Marketing Research.

Englewood Cliffs, NJ: Prentice-Hall.

Marketing Research

Calder, Bobby J. (1977). ‘Focus Groups and the Nature of Qualitative Marketing

Research,’ Journal of Marketing Research, 14(3), Special Issue: Recent Developments

in Survey Research, August, 353–364.

Haire, Mason (1950). ‘Projective Techniques in Marketing Research,’ Journal of Mar-

keting, 14(5), April, 649–656.

Hoffman, Elizabeth, Menkhaus, Dale J., Chakravarti, Dipankar, Field, Ray A., and

Whipple, Glen D. (1993). ‘Using Laboratory Experimental Auctions in Marketing

Research: A Case Study of New Packaging for Fresh Beef,’ Marketing Science , 12(3),

Summer, 318–338.

Kozinets, R. V. (2002). ‘The Field behind the Screen: Using Netnography for Market-

ing Research in Online Communities,’ Journal of Marketing Research, 39(1), 61–72.

BIBLIOGRAPHY

Churchill, Gilbert A. (1983). Marketing Research: Methodological Foundations. Chicago:

Dryden Press.



marketing strategy

DESCRIPTION

Theset of marketingdecisionsmadeby a ﬁrmdeterminingitschoice of product

markets in which to invest and compete and how the ﬁrm decides to compete

in terms of its customer value proposition, assets and competencies, and

functional area strategies and programs.

KEY INSIGHTS

Marketing strategy comprises decisions that have a major impact on

an organization over a long-term time horizon. Firms with a strategic

marketing focus (see strategic marketing) are concerned with marketing

strategy development and implementation to enable the ﬁrm to achieve

and sustain a competitive advantage. A comprehensive marketing strat-

egy provides the basis for sound marketing planning, as opposed to being

mere aspirations for a ﬁrm. As such, marketing strategy development

necessarily involves external analyses including that for customers, com-

petitors, markets/submarkets, and the environment as well as analyses of

339 mass marketing

the internal organization. Outputs of strategic analyses include identiﬁca-

tion of opportunities, threats, trends, and strategic uncertainties as well

as strategic strengths, weaknesses, problems, constraints, and uncertain-

ties. In the identiﬁcation, selection, and implementation of a ﬁrm’s mar-

keting strategy, the choice of where and how a ﬁrm decides to compete

includes decisions about the nature of product-market investment by the

ﬁrm, its value proposition, its assets, competencies, and synergies, and

its functional area strategies and programs. Examples of functional area

strategies, where a functional area strategy can be viewed as any strategy

within an organization concerned with a particular function or related

activity that is part of a process, are those for individual elements of the

ﬁrm’s marketing mix (e.g. product strategy, pricing strategy, promotion

strategy, and distribution strategy) as well as areas often highly inﬂuential

to marketing strategy development and implementation such as manu-

facturing strategy and information technology strategy.

KEY WORDS Strategy, product markets, value, assets, competencies, func-

tional strategies

IMPLICATIONS

Marketing strategy is an area of marketing that receives considerable

attention as a result of its importance in enabling a ﬁrm to achieve major

long-term objectives. As such, marketers should strive to understand the

different strategic options available to a ﬁrm as well as the processes by

which the ﬁrm’s marketing strategy is developed and implemented.

APPLICATION AREAS AND FURTHER READINGS

Marketing Strategy

Schnaars, Steven P. (1998). Marketing Strategy. New York: The Free Press.

Ferrell, O. C., and Hartline, Michael (2004). Marketing Strategy, 3rd edn. Mason, Oh.:

Thomson Learning/South-Western College Publishing.

Walker, Orville C., Mullins, Jr., John, Boyd, Harper, W., and Larreche, Jean-Claude

(2005). Marketing Strategy: A Decision-Focused Approach. New York: McGraw-Hill.

Consumer Behavior

Peter, J. Paul, Grunert, Klaus G., and Olson, Jerry C. (1999). Consumer Behaviour and

Marketing Strategy. London: McGraw-Hill.

BIBLIOGRAPHY

Aaker, David A. (2004). Strategic Market Management, 7th edn. New York: John Wiley

& Sons.



markets-of-one marketing see one-to-one marketing



Maslow’s theory of motivation see hierarchy of needs theory



mass marketing

DESCRIPTION

A marketing approach involving an offering intended for wide appeal among

a large market of consumers.